A Holistic Project- Knowledge Society as a Condition for Solving Global Strategic Crises

Hauc, Anton; Vrečko, Igor; Barilović, Zlatko

doi:10.5559/di.20.4.06

Cited by 10 publications

(8 citation statements)

References 9 publications

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“…This group of innovations is neglected in Teece's (1997Teece's ( , 2007 dynamic capabilities approach as well as in Pümpin and Prange's (1995) concept of a dynamic enterprise. The recent crisis, which is not only a global economic but also or especially a global strategic ethical-moral crisis (Hauc, Vrečko, & Barilović, 2011), shows that, not only cultural dimensions of enterprises' dynamics have to be studied (as in our contribution), but also ethical dimensions of enterprises' dynamics and subsequent performance are of great importance (e.g., the presence and influence of ethical core values, ethical climate, and formal and informal measures of business ethics implementation) (e.g., Belak, 2009;Belak, Duh, & Milfelner, 2012;Belak & Milfelner, 2011Belak & Mulej, 2009;Belak & Pevec Rozman, 2012;Duh et al, 2010;.…”

Section: Resultsmentioning

confidence: 99%

The importance of culture for enterprise dynamics: the role of type and strength of culture

Duh

Belak

Milfelner

2016

Economic Research-Ekonomska Istraživanja

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Nowadays, enterprises can gain and sustain a competitive advantage in hypercompetitive environments for only a limited period of time. In order to be able to do that, enterprises must be dynamic. Even though -several authors suggest a positive association between organisational culture and the enterprise's dynamic -we are still lacking the empirical support for such assertion. Therefore, we empirically tested the association between the type and strength of culture and the level of enterprises' dynamics. Since organisational culture and the enterprises' dynamics are both a complex phenomenon, we applied a case study approach combined with quantitative methods. The research indicates that the adhocracy culture type positively influences the level of enterprises' dynamics. Regarding the strength of culture, our research results show that positive effects of strong culture exceed the eventual negative effects of such culture and positively influence the level of enterprises' dynamics.

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Section: Resultsmentioning

confidence: 99%

The importance of culture for enterprise dynamics: the role of type and strength of culture

Duh

Belak

Milfelner

2016

Economic Research-Ekonomska Istraživanja

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“…Only recently, the focus of discussions diverted: contemporary PM has to incorporate estimations of rational and permanently harmless use of all available (not only of limited) resources needed for projects' realisation. This includes their influence on the internal and external business environments, on societies, and on the earth's ecosystems during all projects' exploitation phases (Vrečko, 2011). Only application of requisitely holistic project understanding can prevent their harming long-term influences on the earth's ecosystems and therefore on the humankind (Hauc et al, 2011).…”

Section: Systemic Integrationmentioning

confidence: 99%

Systemic integration of holistic project- and hospitality management

Lebe

Vrečko

2014

Kybernetes

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Purpose -This conceptual paper aims to integrate and significantly extend past research cognitions from three different scientific fields: project management (PM), hospitality management (HM) and systems thinking (ST). As scarcely any scientific sources are available on these topics, this paper closes a gap in literature and invites to further research in this field. Special stress is given to the research of possible preventing or at least reducing of negative impacts/footprints of hospitality development to the social and physical environments. Design/methodology/approach -The authors present an overview of milestones in project-and HM development in Europe from the end of the Roman Empire till today. The main development stages are checked in view of SR and ST applications. Findings -This research is predominately theoretical, although it also presents several examples from practice that very clearly illustrate the need for merging the knowledge from these both (PM and HM) fields of expertise. The results of the evolution stages show that the development of both HM and PM has always been synchronic, and that PM has practically in all development stages been applied to HM, although this happened unconsciously and thus less effective than in other industries. Originality/value -The value of this research is an improved understanding of the need for merging the cognitions from HM and PM for more responsibility in further HM projects.

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“…Organizational strategy from a systems approach includes all systems and subsystems within the enterprise's technical, operational, and business models (Mostafavi et al, 2012). Furthermore, strategic plans that include global scales of innovation significantly affect all communities associated with the operations (Hauc, Vrecko, & Barilovic, 2011).…”

Section: Revista De Gestão E Projetos -Gepmentioning

confidence: 99%

Building Productivity in Virtual Project Teams

Hamersly¹,

Land²

2015

GeP

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The steady increase in project failure rates is leaving businesses searching for better integration techniques to virtualize their project environments. Through virtualization, organizations may have positive impacts on communities across geographical boundaries and resource constraints. The focus of this phenomenological study was to explore, via the experiences of successful project management practitioners, best practice strategies for integrating virtual project teams through data analysis. The conceptual framework included von Bertalanffy's general systems theory, decomposition model of business process and project management frameworks, and the recomposition approach. Twenty-two senior project managers with more than 5 years of experience managing virtual project environments participated in semistructured telephone interviews. The van Kaam process employing normalization and bracketing approaches in data analysis resulted in the emergence of 34 thematic categories. The 10 most common themes culminated in the identification of strategies relevant for virtual project teams. The major themes pertained to 3 broad areas: (a) structure that accommodates skills and technology for virtual team success, (b) governance leading to efficient virtual project team management, and (c) collaboration practices across diverse environments. This study involved the exploration of the experiences of the participants. Using the van Kaam method for normalization of the data and clustering like experiences into thematic statements, the study provided a plethora of new information concentrated on 10 themes that emerged.

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A Holistic Project- Knowledge Society as a Condition for Solving Global Strategic Crises

Cited by 10 publications

References 9 publications

The importance of culture for enterprise dynamics: the role of type and strength of culture

The importance of culture for enterprise dynamics: the role of type and strength of culture

Systemic integration of holistic project- and hospitality management

Building Productivity in Virtual Project Teams

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